Orchestrating the spatial planning process: from Business Process Management to 2nd generation Planning Support Systems

Metaplanning can be considered as a necessary step for improving collaboration, transparency and accountability in sustainable and democratic spatial decision-making process. This paper reports current findings on the operational implementation of the metaplanning concept developed by the authors relying on Business Process Management methods and techniques. Two solutions are presented which implement spatial planning process workflows thanks to the development of original spatial data and processing services connectors to a Business Process Management suite. These results can be considered as a first step towards the development of 2nd generation Planning Support Systems

The hidden pitfalls of Kanban in software development

ABSTRACT: Objectives of the Study: The objective of this thesis is to explore the hidden pitfalls of Kanban in software development. The aim is to discover the reasons behind the pitfalls and actions that nourish Kanban's failure. Academic background and methodology: Software development industry has been shifting towards more iterative, responsive and people-oriented development methods, which present the values of lean and agile thinking. Being characterized as the antidote for bureaucracy, the shift towards agile development methodologies has been one of the most significant factors affecting the software industry. Kanban as an agile change management framework has been perceived as the fairy godmother of software development making the reasons behind struggling Kanban projects particularly interesting. Thesis interviews five agile experts in the software development and studies their experiences of unsuccessful Kanban implementations. Emphasis is given to similar experiences and perceptions on how Kanban fails to redeem its value proposition. Findings: The primary finding of the study is that an organization that is unable to change its mindset to support Kanban is a pitfall affecting the whole project, inevitably causing Kanban to fail. This is a challenge that all agile methods have in common. Agile can flourish only when agile values are being appreciated. The secondary finding is that many software teams claiming to be using Kanban have implemented only a shallow imitation of the real method thus creating a superficial implementation, which prevents achieving Kanban induced benefits. Thus, creating a superficial implementation, which prevents achieving Kanban induced benefits. Furthermore, the erroneous human interpretation of what Kanban really is and how to apply it correctly is a key factor contributing to the emerge of the pitfalls. Keywords: Kanban, software development, pitfall, agile, change management, framewor

Transforming Management to Support Agile Development

Agile methods have been widely adopted in the software development industry. Efforts have been made to study how to adopt and tailor agile methodologies for various types of projects. However, studies have reported that many of the challenges that today’s agile teams face do not come from within their teams, instead, they mainly come from the interaction between agile teams and their business environment. Thus, being agile is not just a task for development teams; it needs to go beyond the team level and requires transformation at the management level. This study aims to investigate how management external to agile teams needs to be redefined and transformed in order to fully support agile development

FROM AGILE TO LEAN: THE PERSPECTIVES OF THE TWO AGILE ONLINE COMMUNITIES OF INTEREST

In the last several years there has been a noticeable focus shift of agile methods from eXtreme Programming (XP) and Scrum to Lean approaches, which is indicated as “from agile to lean”. However our understanding of the driving factors behind this focus shift is very limited. The study proposed in this paper attempts to investigate the shift through a content analysis of two major agile mailing lists. The expected result is a set of driving factors behind the shift from agile to lean, which can contribute to a better understanding of if and why Lean software development is “the next wave of software process”

Rationale in Development Chat Messages: An Exploratory Study

Chat messages of development teams play an increasingly significant role in software development, having replaced emails in some cases. Chat messages contain information about discussed issues, considered alternatives and argumentation leading to the decisions made during software development. These elements, defined as rationale, are invaluable during software evolution for documenting and reusing development knowledge. Rationale is also essential for coping with changes and for effective maintenance of the software system. However, exploiting the rationale hidden in the chat messages is challenging due to the high volume of unstructured messages covering a wide range of topics. This work presents the results of an exploratory study examining the frequency of rationale in chat messages, the completeness of the available rationale and the potential of automatic techniques for rationale extraction. For this purpose, we apply content analysis and machine learning techniques on more than 8,700 chat messages from three software development projects. Our results show that chat messages are a rich source of rationale and that machine learning is a promising technique for detecting rationale and identifying different rationale elements.Comment: 11 pages, 6 figures. The 14th International Conference on Mining Software Repositories (MSR'17

A novel approach to challenging consensus in evaluations: The Agitation Workshop

As researchers evaluate organisations, projects, and teams, there is a desire for a consensus from those within the organisations who are participating in the research. A common consensual perspective from a team appears to reflect an optimal state where those being evaluated have a common understanding of the current state of events within the context of their environment. The question arises, though, whether an evaluation finding consensus reflects the reality: there are a variety of reasons why a common understanding may be false consensus. Hidden behind this false consensus may be a variety of unaddressed issues which are actually the core of the problem. This paper proposes an evaluation method incorporating the principles of sensemaking and devil’s advocate, where a consensus of perspectives is challenged before they are considered valid. This is achieved in a workshop where participants reflect on their own perception of reality and represent this reality in a matrix of influencing and relevant factors. The individual matrices are then combined and used to highlight disparities in the participants’ perspectives through a single matrix visualisation. Discussion in the workshop then focusses on the areas, highlighted by the matrix, where differences of perspectives are identified. In effect, the consensus presented by those being evaluated will be challenged, and a new common understanding will have to be created. Problems such as groupthink can create a false consensus, and it is proposed herein that the workshop provides a mechanism for challenging this. The objective of the research herein was to determine the feasibility and potential benefits of the proposed workshop. The workshop itself is evaluated in this paper, to determine if it has value. The benefits of such a workshop are described, showing how an organisation went from a false consensus concerning problems within the organisation, to the start of a process to address the real underlying issues.Proceedings of the 6th European Conference on Information Management and Evaluation - ECIME 2012 held at the University College Cork. Cork, Ireland on 13-14 September 201

Narratives of an outsourced information systems failure in a small enterprise

In this study we investigate a case of an outsourced information systems (IS) failure (OISF) within the collaborative partnership among asymmetric partners. A small and medium-sized enterprise (SME) is dealing with an independent software vendor (ISV) conducting a project of implementing an IS that fails. We used a narrative research methodology for our enquiry. In the construction of our narrative we followed the OISF framework as a theoretical touchstone. As a major conclusion we found that asymmetric collaborations with partners with inadequate managerial and technical IT capabilities are extremely prone to OISF’s. We showed that an outcome-based and fixed price contract is not an adequate instrument to conduct such a partnership and to avoid a failure

Narratives of an outsourced information systems failure in a small enterprise

In this study we investigate a case of an outsourced information systems (IS) failure (OISF) within the collaborative partnership among asymmetric partners. A small and medium-sized enterprise (SME) is dealing with an independent software vendor (ISV) conducting a project of implementing an IS that fails. We used a narrative research methodology for our enquiry. In the construction of our narrative we followed the OISF framework as a theoretical touchstone. As a major conclusion we found that asymmetric collaborations with partners with inadequate managerial and technical IT capabilities are extremely prone to OISF’s. We showed that an outcome-based and fixed price contract is not an adequate instrument to conduct such a partnership and to avoid a failure

Agile Research - Getting Beyond the Buzzword

Oh yeah, we\u27re an Agile shop, we gave up Waterfall years ago. - product owners, managers, or could be anyone else. You will seldom have a conversation with a product or software development team member without the agile buzzword thrown at you at the drop of a hat. It would not be an oversell to say that Agile software development has been adopted at a large scale across several big and small organizations. Clearly, Agile is an ideology that is working, which made me explore more on its applicability in research. As someone who has been in the Information Technology sector for more than a decade and a half, and a new entrant in the research community, I am inclined to uplift the best practices from my IT experience and evaluate implementing them in research. The idea is to assess the provocative metaphor of agile research and the different research philosophies around the concept. The aim is to explore Agile research methodology, its applicability and find the scenarios where it can add value and those where it may not